Presented by: Nancy Weidenfeller, Ed.D.,

Principal Consultant and Executive Coach

2nd Annual Hamline University Women in Public Service Conference What Makes a Good Manager: Exercising Influence and Building Relationships

November 15, 2013

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Objectives

Participants who complete this session will: • Understand the Six Elements of Leadership

Presence™ • Use an influence map to identify effective

strategies for creating alignment and buy-in from key stakeholders

• Understand the preferred communication styles of key stakeholders

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Who We Are

Founded in 1981 and built on the belief that

Leadership Matters Very First Client is Still an Active Client

Work with over 60% of MN Fortune 500

Diverse Client Base High growth organizations Companies implementing critical talent strategies Medium to Fortune 100

Strategic Global Alliances Asia Pacific European Union

US-based with international

reach Headquartered in Minneapolis Fifth Street Towers

Headquartered in Minneapolis Fifth Street Towers

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What We Believe

Leadership Matters Leadership is Complex Great Leaders Evolve The Leadership Pipeline Concept is Critical

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The Talent Pipeline –Organizational Context

Based on The Leadership Pipeline by (Charan, Drotter, & Noel, 2001)

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MDA Leadership Competency Model

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Leadership vs. Management

Leadership and management share some characteristics, but each is also separate and distinct.

“Leadership is a process whereby an individual influences a group of individuals to achieve a common goal.” (Northouse, 2007)

Management “focuses on the activities of planning, organizing, staffing, and controlling.” (Northouse, 2007)

The effective leader is versatile and uses leadership and management practices to achieve high quality short- and long-term results.

“The manager does things right, the leader does the right thing.” Warren Bennis

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Balance of Leadership and Management Practices

Leadership Management Leading People Focus Managing Work

Future View Present Long-term Planning Horizon Short-term Influence Source of Power Authority

Vision Communicates Objectives Strategy Emphasizes Execution Change Creates Stability People Develops Processes

Alignment Builds Commitment Progress Measures Results

Development Provides Coaching for Performance

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Successful Leaders

Good interpersonal skills Clarity and conviction around personal

values and beliefs Maintain composure under stress Handle mistakes with poise Focused problem solvers Diverse career paths

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Derailment Factors

Problems in interpersonal relationships Problems in developing people and the team Failure to take a broad view, “functional prejudice” Lack of openness to new or different ideas Lack of reliability, follow-through, or accountability Lack of independence and

self-sufficiency Failure to learn from mistakes Source: Center for Creative Leadership

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An important quality that gives others confidence and helps followers feel well led. At the core, is credibility. It is about how leaders carry themselves and how that relates to the loyalty, performance and engagement of the people important to their success.

“The secret to having a commanding presence isn’t about personal power, but about empowering others.”

Ken Blanchard, Co-author of ‘The One Minute Manager®

Leadership Presence & Influence

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Group Discussion

Discuss the following questions:

• What is Influence?

• What is Leadership Presence?

• How have you seen Influence and Leadership Presence interact to help someone be successful or to limit their impact?

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Competence is not enough anymore.

• About 15% of one’s financial success is due to technical knowledge.

• About 85% is due to skill in human engineering (personality and the ability to lead people).

It is becoming a performance requirement.

• A recent Monster.com search revealed that more than 200 jobs listed “leadership or executive presence” as one of the position requirements.

It is about relationships.

• Leaders who get results can connect emotionally.

Six Elements of Leadership Presence™

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Strategic Positioning

Convey a vision Create confidence that there

is a plan Identify and convey key messages Have a “strategic story” that connects our area’s work to

business initiatives Recognize and take advantage of opportunities to get

your message across

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First Impressions

Welcoming demeanor Firm, inviting handshake Eye contact Active engagement with others Genuine interest in others; ask questions Positive attitude Comfortable and confident, but not arrogant

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Interpersonal Awareness

Aware of non-verbal impact on others Approachable; act in ways that invite others in Connect with people; show appreciation Show enthusiasm, energy, and passion Express feelings appropriately; manage emotions during

intense interactions Modify approach to others based on in-the-moment

feedback

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Interpersonal Awareness

Open and receptive; do not get defensive Listen more than talk; seek and use feedback Minimize distractions during conference calls and other

interactions that are not face-to-face Modify tone of voice to convey meaning during remote

interactions when facial expressions and body language cannot be seen

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Communication

Effective written and verbal communication Tailor message and delivery to audience Practice “no surprises” and “heads up” Close the loop with people No language / grammar mistakes Straightforward and direct; clear, concise tone Well organized in thoughts and ideas

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Physical Presence

Poised, upright posture Stable, balanced when standing / sitting Free of distracting habits Convey confidence Appropriate attire for the situation

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Presentation Skills

Comfortable with environment; capture attention Show personality; a natural style Well prepared; in command of subject and thoughts Use highs and lows of voice; clear and concise tone

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Presentation Skills

Avoid umms, ahhs, and other speech “pauses” Move to hold attention; understand power positions Use storytelling to engage the audience Understand the targeted audience; tailor delivery

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Exercise

Reflect upon the Six Elements of Leadership Presence™ What are 1-2 strength areas that you can leverage? What are 1-2 areas of opportunity? Share your reflection with a partner at your table.

Tool: Influence Map

Bedfellows

Adversaries Opponents

Allies

Fence Sitters

HIGH

HIGH

LOW

HIGH

HIGH

Bedfellows

Adversaries Opponents

Allies

Fence Sitters

LOW

Adapted from: Block, Peter.

The Empowered Manager: Political Skills at Work. Jossey-Bass Inc., San Francisco, 1987.

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Influencing Stakeholders

Allies: High Trust/High Agreement • Treat them like insiders

Opponents: High Trust/Low Agreement • See them as valuable assets

Adversaries: Low Trust/Low Agreement • Clarify, let go, preempt damage

Bedfellows: Low Trust/High Agreement • Move them to allies by developing the relationship

Fence Sitters: Moderate Trust/Unclear about Agreement • Push for commitment

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5 Basic Questions for Influence Mapping

1. Who are the key stakeholders?

2. What kind of relationship do I have with each?

3. What is each person’s level of alignment with my initiative?

4. What’s in it for this stakeholder to become an ally?

5. What significant relationships exist among these stakeholders?

Map Your Key Stakeholders

Name Map Space WIIFM

(what’s in it for me) Relationships Profile Strategy Actions

Understanding Your Stakeholders’ Profiles

Open

Direct Indirect

Guarded

THINKER

Key Word: HOW

DOER

Key Word: NOW

FEELER

Key Word: WE

TALKER

Key Word: ME

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Indirect • Speech somewhat slow

and deliberate • Voice inflection not used to

make points • Poses most comments in a questioning way

Guarded • Little use for small talk • Facial expressions and gestures fairly low key • Demeanor generally serious

Thinker

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Indirect • Speech somewhat slow and deliberate • Voice inflection not used to make points • Poses most comments in a questioning way

Open • Quick to engage in conversation • Interest is more in personal issues than in data • Responses tend to be animated

Feeler

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Open • Quick to engage in conversation • Interest is more in personal issues than in data • Responses tend to be animated

Direct • Tends to dominate conversations; asks few questions • Questions asked in a forceful way • Strong tone of voice

Talker

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Direct • Tends to dominate conversations; asks few questions • Questions asked in a forceful way • Strong tone of voice

Guarded • Little use for small talk • Facial expressions and gestures fairly low key • Demeanor generally serious

Doer

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What’s Your Profile?

Identify where you are on the “personality profile grid”. What evidence can you give that this is your preferred

style?

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Summary

Presence and Influence are important skills for being an effective leader.

Understanding your current level of influence with stakeholders helps identify specific action to take.

Crafting your “story” and “influence tactics” to the personalities of stakeholders will make your interactions more compelling.

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Wrap Up and Close

Identify one or two new learning that you will apply immediately.

Share key learning.

Thank you!